2- Find the completion time (TE).
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- 8 EARNED VALUE ANALYSIS The following project is reported to be at the end of its 8 week. Find the cost and schedule variances. Also find the CPI, SPI, CSI, ETC and EAC for the project. Find the condition of the project at the this reporting period. PV AC Budget ($) Duration Actual Cost % D-8 Activity Predecessor (s) (week) ($) Complete 300 400 A 3 100 A3 В 4 200 180 100 B:4 C 7 250 300 90 A 8 600 400 50 400 200 В 40 150 180 F В 4 100 G C 4 100 200 40 500 H D, E 2 300 F, G 3 J H, I 1 100 ㅇ CO 프 (-)Given is a Project with network diagram and activity times as shown below. Activity Time (wks) A 13 B 5 Start с 14 A c) The Slack time of Activity C = Blank 3 weeks D D a) The Earliest Start (ES) time of Activity I = Blank 1 weeks 9 b) The Latest Start (LS) time of Activity B = Blank 2 weeks f) The Project Completion time = Blank 6 weeks d) The Earliest Finish (EF) time of Activity H = Blank 4 weeks e) The Latest Finish (LF) time of Activity B = Blank 5 weeks B F E 12 E F LL 17 H G 9 J H 15 - 15 J 2By using Bar chart planning method, find the following: - Total duration for the project activities shown below - The project completion date (assume the start date is 1/3/2012 Activity A CDEFGHI J Duration 85 2846 7 45 6 (days) Following Activity C,D EFGHIJJ * If the project shown above had a delay of (4 days after (13working days), what would its new delivery date be? B B
- Use this table as inputs to answer the questions below: Activity Duration (months) Predecessors Total Budgeted Cost ($) % Complete after 3 months A 2 12,000 100 B 3 15,000 75 с 8,000 80 D A 6,000 50 E B 10,000 0 F E 7,500 G 2 A 4,000 0 If data from timesheets and other accounting records indicate that the actual amount of money spent on the project so far (i.e. at the end of 3 months) is $31,000, determine the following for the entire project: A. Cost variance B. Schedule variance 2 3 2 4 0Project B is the development of a facility in a remote area, of about GHS 5 million in value, of approximately 18 months’ planned duration. It is 30 per cent completed. Earned Value analysis shows that the project is not achieving its planned cost or progress targets. The project is also not achieving quality requirements. Some of the specialized components used for this project are only obtainable from overseas suppliers and are difficult to transport over the rough terrain near the project site. There has been a delay on ordering these components. The transportation of these components, which must be booked several months ahead, has not been arranged, and there is also difficulty with obtaining tradespeople with the requisite set of skills to install them. There are also several other risks associated with this project, including a quite basic business case, rudimentary project charter, poor definition of expected project outcomes, exchange rate risks and the potential for…Consider the project described in the table below: Activity Duration A B C D E F G H 9 4 8 8 5 7 4 6 OEST-9 and LCT = 15 OEST=9 and LCT = 13 Immediate Predecessor What is the earliest start time (EST) and latest completion time (LCT) of activity B? OEST=9 and LCT = 20 OEST-9 and LCT-17 - A A A B B,C C,D E,F,G
- General Foundry’s project crashing data are shown below. Crash this project to 13 weeks using CPM. What is the final time for each activity after crashing? What is the crash cost per week per activity and the total cost of crashing? TIME (WEEKS) COST ($) ACTIVITY IMMEDIATE PREDECESSORS NORMAL CRASH NORMAL CRASH A — 2 1 22,000 23,000 B — 3 1 30,000 34,000 C A 2 1 26,000 27,000 D B 3 2 48,000 49,000 E C 4 2 56,000 58,000 F C 3 2 30,000 30,500 G D, E 5 2 80,000 83,000 H F, G 2 1 16,000 19,000Roger Ginde is developing a program in supply chain management certification for managers. Ginde has listed a number of activities that must be completed before a training program of this nature could be conducted. The activities, immediate predecessors, and times appear in the accompanying table: a. the critical activities for the leadership training program development project are: _____ b. the project length for the leadership training program development project= __ days. c. Slack time for each of the activities is: Activity: Slack time: A ______ B ______ C ______ D ______ E ______ F ______ G ______The activities necessary for the completion of this project are listed in the following table: Normal Crash Time Time Normal Crash Immediate Predecessor(S) Activity (Weeks) (Weeks) Cost Cost 6 3 $2,100 $2,700 -- 1 1,900 2,400 -- 3 400 800 6 1,950 2,500 с 3 1,100 1,200 A, B 1 3,100 4,000 D, E a. What is the project completion date? [Select] weeks b. What is the total cost required for completing this project on normal time? [Select] c. If you wish to reduce the time required to complete this project by 2 weeks, which activity(s) should be crashed? [Select] V and how much will this increase the total cost by? $ [Select] d. If you required an additional week reduction, what activity would you crash? [Select] and how much is the total 3 week cost of " crashing? $ [Select] ABCDEF 2003 12 4 8 4
- Earned value analysis is the project management tool that is used to measure project progress. You are a project manager in company XYZ that responsible to handling the packaging machine project with the total cost budgeting is RM100,000. There are including RM24,000 (Design), RM60,000 (build) and RM16,000 (install & test). The information regarding on the project progress development in weeks 8 as shown in Table 2 below: No Type Cumulative Budgeted Cost (CBC) 2 Cumulative Actual Cost (CAC) Cumulative Earned Value (CEV) 1 3 TOTAL RM i. ii. iii. iv. 64,000 68,000 54,000 100,000 Percentage 64.0 Cost performance Index (CPI) [hint: CEV/CAC] Cost variance (VC) [hint: CEV-CAC] 68.0 54.0 a) Based on question 2(a), calculate and elaborate the various of indicators of cost performance for this project based on the respective below: 100.0 Forecasted cost of completion (FCAC) with action taken [hint: TBC/CPI] Forecasted cost of completion (FCAC) without any action taken [hint: CAC + [TBC-CEV]The following represents a project that should be scheduled using CPM: ACTIVITY A B C D E F G H IMMEDIATE PREDECESSORS A A B C, D D, E F,G b. What is the critical path? ⒸA-D-G-H OB-E-G-H ⒸA-C-F-H A-D-F-H Probability TIMES (DAYS) b Project completion time a 1 1 2 1 1 3 1 2 m 2 2 2 8 2 4 3 3 6 9 11 9 3 c. What is the expected project completion time? Note: Do not round intermediate calculations. Round your answer to 3 decimal places. 11 11 11 X Answer is not complete. days d. What is the probability of completing this project within 19 days? Note: Use Excel's NORM.S.DIST function to find the correct probability for your computed Z value. Do not round intermediate calculations. Round Z value to 2 decimal places and final answer to 4 decimal places.The following represents a project that should be scheduled using CPM: IMMEDIATE PREDECESSORS ACTIVITY A ABCDEFGH B-E-G-H b. What is the critical path? A-C-F-H OA-D-F-H A-D-G-H A A B C,D D, E F,G Project completion time a LLL23312 TIMES (DAYS) m •WNNW: 3 2 2 3 4 4 4 4 b 5 3 3 4 11 c. What is the expected project completion time? Note: Do not round intermediate calculations. Round your answer to 2 decimal places. days 565